One of the areas where we work with our clients is hiring. Hard, lonely, difficult: we hear this on a regular basis from executives and organizations about finding, evaluating, interviewing, and on-boarding new staff.
First, the bad news: it's only going to get more difficult. Over the course of the next decade, the boomers are going to complete their exodus from the work force, and millennials are going to replace them.
Figuring out how to replace decades of technical and organizational knowledge is a huge issue. There's no way this younger generation of workers is going to be able to fill the experience gap, so we have to begin to look for potential. Not an easy thing to do.
On top of that, you aren't going to be able to get accurate information from old interviewing techniques. As an example, I have heard about 'what questions to expect' in an interview since I was in high school. Millennials are more prepared than ever for a traditional job interview: they know what to say, what to write on their resume, and are coached on how to act.
Here's the good news: there is plenty of talent out there if you know what you are looking for, and you have the tools to accurately understand the needs of the job and the people you are interviewing.
Below are three changes you can easily make to your hiring process to help ensure you get the right people in the right seat on the bus.
1) Clearly define the needs of the job
Companies generally hire because a) someone left and needs to be replaced or b) there's too much work for a person (or multiple people) to do and a new position needs to be created.
In the first case, status quo inertia takes over - 'we have a job, someone left it, we need to replace them.' In the second case, people are responding to an immediate need - 'I'm overworked! I need help!'
Have you ever made a decision when you are overworked, tired, or stressed-out? Do you tend to think clearly in those times?
In either case, most of the time there is little thought or strategy that goes into the job, either because there is a position that has always existed and someone 'needs' to fill it, or because people are so overworked that they don't have the mental energy to do it.
But clearly defining the needs of the job is critically, crucially important! If it doesn't happen, you're opening the door to poor productivity, difficulty managing the position, poor role alignment, and lack of clarity about what the job actually does!
At a minimum, you need:
Key Performance Objectives - what are the key responsibilities of this job? These form the foundation of performance management.
Behaviors - what are the key behaviors of this job? Is it people oriented or task oriented? Does the job require flexiblity or not? How do decisions need to be made? Does it need a high sense of urgency?
Motivations - what inherent motivations (drives) does this job fulfill? Does it need someone who is motivated by continual learning? Someone who is driven by ROI? Someone who likes to work collaboratively with others?
Skills - what are the key skills necessary to perform this job well? Goal orientation? Time management? Interacting with others? Leadership?
2) Benchmark the needs of the job and compare to applicants
Once you have a clear understanding of the job and the type of person that will fit well, you need a benchmark. You've already established one benchmark with the Key Performance Objectives. Those function as your performance benchmarks.
For the other job needs, you should use a high quality assessment tool. A benchmark assessment will allow you to establish the right combination of behaviors, motivations, and skills that serve as the 'ideal.' If the job could talk, it would tell you this combination would fit perfectly.
Once you have that benchmark, you can then screen applicants by assessing them with the same instruments and comparing them to the benchmark. You can easily identify gaps between candidates and the 'ideal'. Because you've identified these gaps, you can ask deeper, more accurate questions. And you can ensure that potential hires are in alignment with the benchmark...before you hire them!
3) Involve the direct supervisor in onboarding
I read a study recently that 80% of employees who left a job report doing so because they had a poor relationship with their direct supervisor.
4 out of 5 people. That is alot.
Make sure that the person who will be supervising this new employee day in and day out is involved in the hiring process. Include them in the creation of Key Performance Objectives and in the benchmarking process.
Make sure that you assess the supervisor as well, so you can compare them and the new hire. Where are their behaviors different? How are they motivated compared to the new employee? Where do their skills overlap or diverge?
By participating in the process, the supervisor has buy-in and is empowered. By providing them with assessments and comparisons, they have knowledge and a firm foundation for communicating.
Using these three tips will greatly improve your hiring. On top of that, it will improve the productivity and morale of your whole organization. And that saves you time and money!
Helping our clients hire the right people is deeply rewarding for us - we love saving them money and time. We can help you find solutions too. Connect with us today!